Recommendation Ob

        According to AMO theory, motivation is needed by employees because they have to perform the work or task given to them with willingness in order to get desirable outcome. Different scholars give different definitions of motivation, for example, William and Kinicki (2008) claim that motivation can be defined as the pyshological process that arouse and direct goal-director behavior. According to Coetsee (2002), the communication between an individual and environmental forces to arouse and create constant behaviour. To enhance organization’s performance, the firm should give rewards and praise to its employees. Ngui, Elegwa and Hazel (2014) found that an effective reward system should be provided by organizations to motivate behavior.  Motivation can be influenced by extrinsic reward and intrinsic reward. Extrinsic reward can be refer to salary, promotion and bonus meanwhile intrinsic reward refers to something intangible such as praise, encouragement and empowerment. These incentives are used to reward employees’ performance or desirable outcomes. According to Prieto and Pérez-Santana (2014), monetary rewards are recognized as extrinsic motivation to participate and allocate discretionary efforts. Therefore, by giving financial reward can improve extrinsic motivation and one of the good ways to compensate employees for innovative behavior. According to Carton (1996), researchers found that praise can increase the intrinsic motivation. Seeing that intrinsic rewards are kind of internal, organizations cannot give it to employees, meaning that these rewards are awarded by each employee because of good performance (Coetsee, 2002). Other than that, organizations can create an internal environment in which the employees can experience and feel these kinds of rewards in order to lead a positive outcome. Thus, it is recommended for organizations to create a positive work environment and work-life balance. Creating a positive work environment is critical to the overall success of company. This is because work environment impacts employees’ mood and performance. According to Scott (2014), the motivation of employees to work is heavily influenced by his environment. Consequently, a positive work environment and work-life balance will yield far better results for employees and company. Markey et al., (2012) state if the employees perceive a good working environment, they are less likely to intend to quit their job. According to Markey et al., (2012), low stress levels, feeling appreciated by management and not feeling threatened are indicators of a good quality of the work environment. Hence, motivation as perceived in AMO theory can be increased among employees by giving them praise and rewards besides providing them a positive work environment and work-life balance.

        The opportunity in AMO theory is focused on the participation of employees to achieve desired outcome. According to Marin-Garcia & Tomas (2016), opportunity can be described as a set of circumstances that makes it possible to do something. In order to curb high dependent on foreign workers, local workers should be given employees’ opportunity to participate by employer. According to Boselie (2010), the several dimensions of employees’ opportunity to participate are involving in the decision making process, knowledge sharing, horizontal communication, autonomy and job enrichment. The higher the dimensions are met by the company, the higher commitment and satisfaction establish among the workforce (Boselie, 2010). Furthermore, employee participation can be linked with increased job satisfactions. For example, in order to combat the issue of high dependent on foreign workers, local workers can participate in decision making by giving suggestion to organizations to upgrade technological applications. An employee who works at work environment that allows him participates in decision making has been shown to increase job satisfactions (Scott et al., 2003). Other than that, employees can be involved in the performance appraisals which gives direct linked to organizational goal setting. Tan and Nasurdin (2011) claim that employees are given the chance to discuss their performance and this will increase their commitment and understanding of the organizational goals through performance appraisals. Consequently, the issue of relying on foreign workers can be controlled if the organizations give opportunity to the local workers to voice out their opinions regarding to enhance employees’ performance. Moreover, Nui (2014) claims that performance management and the connected decision- making chance shape employees’ involvement at the implementation phase as they are actively included and can discuss about the desired performance and outcomes. Other than that, support and necessary resources for employees to do their job must be provided by organizations. Organizations must give appropriate opportunities for individuals to use their skill even they have the ability and motivated to perform work effectively (Lepak, Lio, Chung, & Harden, 2006). Mostly, the organizations hire the foreign workers because of the skill that are provided by them. In order to be less dependent on foreign workers, the organizations can provide necessary recourse such as professional development of employees to local workers. The company must have sufficient money to provide professional development such as training program and courses to local workers. Hence, opportunity in AMO theory emphasises on the participation of employees in decision making and involvement of them in performance appraisals.

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